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What Can Leaders Learn from Elite Athletes About High-Level Performance?

Leading Blog

Be like Roger. The Roger, in this case, is none other than Roger Federer, the tennis legend considered an exemplar of athleticism and sportsmanship. Indeed, executives often see themselves as industry or functional domain expertswhether in tech, health sciences, finance, or as an engineer, designer, or head of operations.

Rogers 304
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Train, Provide, Give and Empower…and Laugh When You Can!

General Leadership

For the non Air Force people, the TACC is the air operations center responsible for the planning scheduling and execution of all airlift and tanker operations, 24/7 365. By early October, we were trying to establish airfields for our troops and aircraft to operate out of. The Power of Empowerment.

Training 397
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Fixing the Game: What Capitalism Can Learn from the NFL

Leading Blog

Dean of the Rotman School of Management, Roger Martin, states in Fixing the Game , "We haven’t looked deeper into blameworthy CEO behavior to understand what really caused it. Instead, we’ve looked for a new scapegoat, chosen to operate from the same fundamental theories, and doubled down on the same fixes."

Rogers 279
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The Key to Change is a People Focus

Lead Change Blog

Prussian Field Marshal Graf Helmut Von Molke the Elder , famously said that no plan of operations extends with any certainty beyond the first contact with the main hostile force. I believe the book, written by Roger Plant, is now out of print, but you may pick up an old copy via the hyperlink.

Rogers 226
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Leadership and Opportunity | N2Growth Blog

N2Growth Blog

In today’s post I’ll take a look at timing as key success metric… As the verse from the old Kenny Rogers song goes “you have to know when to hold em and know when to fold em.&# So much so, that if you don’t think timing is everything - think again.

Blog 418
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When Scaling Your Leadership is a Matter of Life or Death

Next Level Blog

Roger Castle is their chief development officer and Kim Belcher Morris is their director of major gifts. s we wrapped up our conversation, I asked Roger and Kim what’s next and what they need to meet those opportunities and challenges. So, how did they do it? Stay flexible – Don’t stand on historical roles.

Banking 246
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0409 | Two Strategy Questions That Matter

LDRLB

Either it requires a seemingly infinite time commitment, or it is easily mistaken for an organizational vision or (perhaps worse) a short-term operational plan. No matter what tools you use, ultimately you’re strategy has to answer two questions, brilliantly posed by Roger Martin and A.G. Lafley : “Where will we play?”

Strategy 141